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Incremental transformation to
#digital (explicit and
executable) processes
Alexander SAMARIN
• All the processes within an enterprise form a complex
structure
• Often this structure is considered as a pure hierarchy...
© A. Samarin 2015 Five lenses for business processes v1 3
Five lenses for business processes
Classic values-streams with t...
L1
Value-
steams
L2 Clusters-of-
processes
L3 Coordination of
fragments
L4 Coordination of activities
L5 Automation of act...
L1
Value-
steams
L2 Clusters-of-
processes
L3 Coordination of
fragments
L4 Coordination of activities
L5 Automation of act...
L1
Value-
steams
L2 Clusters-of-
processes
L3 Coordination of
fragments
L4 Coordination of activities
L5 Automation of act...
• Website: http://www.samarin.biz
• Blog http://improving-bpm-systems.blogspot.com
• LinkedIn: http://www.linkedin.com/in/...
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Incremental transformation to #digital (explicit and executable) processes

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Incremental transformation to #digital (explicit and executable) processes

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Incremental transformation to #digital (explicit and executable) processes

  1. 1. Incremental transformation to #digital (explicit and executable) processes Alexander SAMARIN
  2. 2. • All the processes within an enterprise form a complex structure • Often this structure is considered as a pure hierarchy • In the reality, this structure is an almost hierarchical with some networking • Classic processes are coordinated via events – see http://improving-bpm- systems.blogspot.ch/2014/03/enterprise-as-system-of- processes.html • The majority of classic processes are constructed from a limited set of process patterns • Automated activities raise around human activities © A. Samarin 2015 Five lenses for business processes v1 2 System of business processes
  3. 3. © A. Samarin 2015 Five lenses for business processes v1 3 Five lenses for business processes Classic values-streams with their phases (if any) and main capabilities Clusters as coordination (primarily event-based) of classic processes, almost no routing logic Classic processes as coordination of stages (logical fragments, often process patterns) Instrumentation with automated activities L1 Value- steams L2 Clusters-of- processes L3 Coordination of fragments L4 Coordination of activities L5 Automation of activities and processes Fragments as coordination of human activities (with associated roles); use of process patterns
  4. 4. L1 Value- steams L2 Clusters-of- processes L3 Coordination of fragments L4 Coordination of activities L5 Automation of activities and processes © A. Samarin 2015 Five lenses for business processes v1 4 Combination of approaches Departmental projects to implement processes of a particular business domain with a BPM-suite tool. Quick enterprise-wide “landscape” project to develop L1 and L2 processes and establish common practices (modelling procedures, patterns, etc.).
  5. 5. L1 Value- steams L2 Clusters-of- processes L3 Coordination of fragments L4 Coordination of activities L5 Automation of activities and processes © A. Samarin 2015 Five lenses for business processes v1 5 Events to link not yet executable and already executable processes Explicit but not yet executable L2 processes can be used to extract business events. Some of those events can initiate explicit and executable processes L3, L4 and L5.
  6. 6. L1 Value- steams L2 Clusters-of- processes L3 Coordination of fragments L4 Coordination of activities L5 Automation of activities and processes © A. Samarin 2015 Five lenses for business processes v1 6 Events are very useful Explicit but not yet executable L2 processes can be used to extract business events for generating KPIs and for detecting performance problems (bottlenecks, etc.) via process mining techniques.
  7. 7. • Website: http://www.samarin.biz • Blog http://improving-bpm-systems.blogspot.com • LinkedIn: http://www.linkedin.com/in/alexandersamarin • E-mail: alexandre.samarine@gmail.com • Twitter: @samarin • Mobile: +41 76 573 40 61 • Book: www.samarin.biz/book Five lenses for business processes v1 7 Thanks © A. Samarin 2015

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